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Managing and controlling the required resources for the site is a key part of project management. Within the construction industry there are three main resources; labour materials and plant. Each of these resources has a direct link to time, cost and quality. Monitoring procedures are used to allow a project to run affectively, efficiently and productively. All construction firms should aspire to create efficient, productive well run sites so monitoring the current work, analysing and amending project functions were necessary is required to maintain/improve efficiency as much as possible.
The project manager on the Carmoney Water Treatment Works gave the Site Engineer the task of inspecting each concrete pour, signing it off upon completion and maintaining a progress chart. This then provided information on the progress of each concrete pour and will be used for the monthly project progress report. Each pour was snagged by the engineer and if remedial work was needed after completion the Engineer then signed off the concrete pour & inspection sheet (See Appendix). The documentation that the Engineers then produced in regards to progress and productivity was then passed onto the site manager, project manager and clerk of works. This process is related to Quality Management but also kept a record of the progress of sub-contractors.
Progress control is simply the comparison between the master programme and the actual progress on site, allowing for action to be taken by the management staff if the project is running off schedule. Farrans main tool for managing the site progress is having effective communication paths with all subcontractors on site through the method of short term planning techniques and site meetings
This is used to record the use of labour plant and materials within a project on any given day; the form includes a description of work carried out, details, hours and quantities of materials. This allowed the project manager to then monitor the progress and allowed the quantity surveyor to calculate interim valuations and monitor cash flow to determine whether the project is running to budget. This form is then forwarded to head office and held on file.
The progress of tasks is important but it is essential to not look past the health and safety aspect of each task. The Carmoney Water Treatment Works project has a number of health and safety risks as does every construction project, the project engineer and project manager where responsible for ensuring all health and safety measures where followed and to do this they would carry out daily health and safety walkabouts. These walkabouts would consist of highlighting Defects or hazards and remedial actions taken.
In order to ensure the project master programme is followed on time the key technique Farrans used was progress control. It ensures operations commence on time and that resources are made available for the completion of each project on time. This approach was supported by the information from each subcontractor being fed back to Farrans management staff by way of site meeting how then reproduced the information as a monthly report for Northern Ireland Water.
To conclude Farrans use procedures to monitor progress; it is important to have procedures in place for the monitoring of progress for construction projects as projects can easily suffer hold ups to the master programme and without monitoring procedures in place this may not be noticed and could lead to the project running over budget. Farrans clearly defined project goals and developed a master programme which ensured each goal was met; with a management process which monitored progress and highlighted if the job was behind in time.
To conclude Farrans are using both modern and traditional methods of information control and are currently controlling the availability of information to a very strong degree. The only element of the Citrex and Aconex system that I feel is disadvantageous is that there is no system in place to ensure Engineers and Managers on site are logging into the systems every day to check for revised drawings; this could lead to site staff using out of date information. Farrans however do advise all their staff to log on each morning and afternoon to check for revisions.